Virginias political leaders made their case Wednesday for moving the FBIs headquarters from the nations capital to the state, arguing that the federal government would be wise to follow the steps of Amazon and other big companies that have come to the commonwealth.

Gov. Glenn Youngkin, U.S. Sens. Mark Warner and Time Kaine, and nearly every other political leader from northern Virginia held a news conference in Springfield, one of three sites under consideration to replace the crumbling J. Edgar Hoover Building in Washington, D.C.

The other two sites under consideration are in Maryland.

Budget documents estimate that roughly 7,500 jobs are tied to the new facility.

In recent weeks and months, Maryland officials have argued that equity concerns should push the General Services Administration to pick one of the two sites in their states Prince Georges County, which has a majority Black population.

At Wednesdays news conference, speakers pushed back on that assertion, noting that the Springfield region of Fairfax County, Virginia, also has a majority-minority population and that the region as a whole has a large international community.

Warner said it would behoove the FBI to come to northern Virginia to take advantage of its internationally diverse workforce.

In prior times you could generally spot an FBI guy right away. And itd generally be a white guy in a white shirt, he said. We need to make sure that we have a diverse workforce. We need to make sure that workforce is diverse racially. We need to make sure that diverse workforce is made up of different faith traditions.

Virginia Gov. Glenn Youngkin touted the states momentum in getting corporations such as Amazon, Boeing and Raytheon to locate headquarters in Virginia in recent years.

We have a robust infrastructure. We have business-ready sites. We have a world class education system. We have a vibrant and diverse workforce, he said.

Plans to replace the FBIs existing headquarters a crumbling, sprawling piece of Brutalist architecture built in 1974 have been under discussion for 15 years. Momentum to pick a new site stalled during the Trump presidency, when plans to move the headquarters to the suburbs were scrapped in favor of a proposal to rebuild at the existing site.

Critics said Trump intervened in the process because he didnt want to see the Washington site redeveloped in a way that would create competition for a hotel he owned that is essentially across the street from FBI headquarters.

Now, though, the General Services Administration has refocused on the regions suburbs and named three finalist sites: Springfield, Greenbelt, Maryland and Landover, Maryland. Both states will make their final pitches to the agency in the coming weeks on criteria spelled out by the GSA.

Weighted highest, at 35%, is serving the FBI mission, including proximity to the FBI Academy in Quantico, Virginia, and to the Justice Department in Washington. Transportation access is weighted as 25%. Development flexibility is weighted as 15%. Promoting racial equity and sustainable siting is weighted as 15%, and the cost to acquire and prepare the site is weighted as 10%.

Maryland leaders have argued that the criteria give Virginia too much of an advantage for its proximity to the FBI academy in Quantico and that promoting racial equity should be given greater weight.

From an equity standpoint, from putting public assets where they will best help the community grow and succeed, Prince Georges County has been ignored to some degree, U.S. Rep. Steny Hoyer, of Maryland, said in a recent interview with DC News Now.

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Founders hear ceaseless chatter about environmental, social, and governance (ESG) and impact from investors, employees, and fellow entrepreneursbut its hard to decide whats hype and whats necessary. Why should founders spend what precious time they have to better understand these topics?

Concepts such as ESG and impact can help companies recruit and retain better talent, access larger and more readily available pools of capital, and forge valuable inroads to those enterprise customers who are desperately trying to keep pace with commitments, mandates, and regulation.

Both startup founders and investors benefit when a company takes the time to put this all together: identify the positive change an organization can drive in the world, quantify it, and communicate itwhile simultaneously working to create a culture of integrity, sustainability, and diversity within the organization.

When these foundations are in place, and a companys not leaning too hard into being something that their scale just simply cant allow for yet, more productive, world-changing ideas can be identified, funded, and built as the durable businesses our future needs.

Impact v. ESG

Impact is what a company doesits core product or offering. If the very existence of a business provides some inherent value for society, then theyre delivering Impact. For example, when a business is working on advanced carbon capture technology, educational services for underserved communities, or breakthrough cancer treatments.

ESG is how a company operates. If a companys actions demonstrate a commitment to being a steward of industry and equal opportunity while not destroying our planet as a result, they are practicing ESG. For example, how they source energy, manage their supply chain, the diversity of their employee base, and the ethical governance of their operations.

These strategies are totally separatebut often conflated. Salesforce has strong ESG performance (Trillion Trees Initiative), but low Impact (CRM alone will not save the world). Tesla on the other hand has moderate ESG performance (ranked 61st in the industry and often dinged for labor and governance issues), but has a high Impact (scaling EVs and renewable power).

The question to ask is which is most relevant for a given business.

Large corporations like Google, Microsoft, Walmart, and Amazon have immense scale and nearly limitless balance sheets. They are able to leverage their size and influence in order to drive positive change outside of their core business (ESG). Google can influence public utilities to add more renewable power. Amazon and Microsoft can pledge billions of dollars for climate innovation funds. And Walmart can push its supply chain towards more equitable and sustainable practices.

Young companies, like the ones that we invest in at R7 in most cases, cannotyet. As a small team trying to get a company off the ground, startups do not have the same luxuries as large corporations. For that reason, a focus on ESG reporting at the early stages of company growth may be more distraction than benefit. What a company should do, however, is work to instill the principles of environmental and social responsibility in their culture as early as possible. As a company scales, its culture will build momentum. If they value diversity, inclusion, and sustainability in the early days, it will pay dividends down the road.

On the other hand, while these companies may not have the scale of an Amazon or a Walmart just yet, startups have something that the Fortune 500 do not: the ability to choose what problems to go after. The large battleships that make up corporate America are not agile enough to pivot toward societys most important problems. But as startups, choosing focus areas is far easier.

Impact as a growth lever

Founders with a big vision and a burning desire to solve large, societal problems should ensure theyre leveraging this mission to help their businesses.

Impact can be a powerful tool for recruiting, fundraising, and sales. But first, a leader must quantify and communicate the positive change the organization is creating in the world. There are many frameworks to do this (IRIS being the most widely accepted), but keep things simple:

  1. Determine which of the UN Sustainable Development Goals are most relevant to the business.
  2. Quantify the negative consequences of todays status quo (emissions, health impacts, etc.)
  3. Quantify the new normal that would be created if the companys product, service, or technology proliferated into the entire industry.

The difference between todays status quo and tomorrows new normal is what R7 calls total addressable impact. Think of it as the impact equivalent of the total addressable marketthe totality of positive change that a company can drive in the world.

Once Impact is quantified, its important to develop a narrative that becomes ingrained into the thousands of discussions teams have on a daily basis. People want to hear passion.

Will George is the principal at R7 Ventures.

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

More must-read commentary published by Fortune:

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1. Do teachers really need a raise?

In many school districts, the answer is: Yes.

According to a 2022 study from the Economic Policy Institute a nonprofit, nonpartisan think tank that addresses low- and middle-income workers needs the teacher wage penalty that is, how much less teachers make than comparable workers  grew from 6.1% in 1996 to 23.5% in 2021. Put another way, the average weekly wages of public school teachers adjusted for inflation increased just US$29 from 1996 to 2021, from $1,319 to $1,348 in 2021 dollars. Meanwhile, inflation-adjusted weekly wages of other college graduates rose $445, from $1,564 to $2,009, over the same period.

Teacher wage gaps vary widely from state to state, but in no state does teacher pay equal or exceed pay for other college graduates.

Adding benefits to the analysis does not change the picture. Although teachers generally receive a higher share of their compensation as benefits than other professionals do usually health insurance and retirement plans this difference does not offset the teachers growing wage penalty. Teachers total compensation penalty reached 14.2% in 2021. This is a 23.5% wage penalty offset by a 9.3% benefits advantage. This total compensation penalty for teachers grew by 11.5 percentage points from 1993 to 2021, according to the Economic Policy Institute analysis.

2. Where do teacher raises typically come from?

Public school teacher salaries are generally set by local school districts. Districts establish salary schedules where teacher base pay is determined by years of teaching experience and education credentials or graduate credit hours. Contracts are negotiated at the district level, so that teachers in different schools within a district are covered by the same salary schedule.

These schedules, sometimes referred to as step-and-lane systems, can vary substantially from district to district. District contracts may differ in the annual pay increases for experience or the relative importance given to experience versus credentials. Contracts may give larger annual pay hikes to less experienced teachers than to veteran teachers, or the reverse may be true.

Where does the money come from? Fully 93% of school districts operating revenue comes from state and local sources. Nationally, on average, states provide 47% and local districts provide 46%.

Rising concern over low teacher salaries has prompted many states to pass appropriations to boost local salary schedules across the board. In 2021, 25 states enacted or introduced legislation to raise teacher pay. Ten of those states have statewide teacher salary schedules, while eight have minimum teacher salary requirements.

Among the states with statewide salary schedules, state initiatives raised pay and expanded eligibility for bonuses. In states with minimum salary requirements, lawmakers sought to raise these minimums and provide incentives for districts to hike salaries across the board. Elsewhere, state efforts focused on general salary increases for teachers.

However, despite these state efforts, teacher salaries continue to lag well behind other professional salaries in many states.

3. Can federal funds be used?

No, not as a long-term solution to the problem of low teacher pay. Federal funds are too limited in amount and theres not enough flexibility to finance general pay raises for teachers.

The federal government provides about 7% of K-12 revenue, and the money is designated for specific programs. In general, these funds are intended to supplement funding for schools with at-risk youth, including children with learning disabilities or children from low-income households.

During recent economic downturns the Great Recession of 2008 and the 2020 COVID-19 lockdown the federal government provided K-12 schools with emergency aid to supplement diminished state and local revenue. The COVID relief was exceptionally substantial, with the American Rescue Plan  providing school districts with $190 billion.

This federal aid, however, while unprecedented in amount, has two key limitations: it is one-time aid and not all districts share in it. Districts that do receive these funds must be careful not to make them part of their annual operating budgets without solid plans for state or local replacement funds.

Many districts have revealed plans to use these federal funds to hire new teachers or to pay teachers bonuses for extra work in an effort to mitigate COVID-related learning loss. Paying bonuses to current teachers would avoid the need to lay off teachers when the emergency aid runs out.

In addition, a revised American Teacher Act has been introduced in Congress. The bill would establish a four-year grant program for states to encourage local districts to raise base teacher salaries. The bulk of these funds would go to districts with teacher salaries below $60,000.

The bill would award grants to states that enact and enforce laws establishing a statewide minimum teacher salary requirement of $60,000. Details continue to be worked out, including refining the definition of a teacher to avoid paying unqualified staff with federal funds. The bill would address a pressing problem, but state participation would be voluntary and the program would expire in four years. And passage is uncertain.

To achieve lasting teacher pay hikes, its going to have to take place in state capitols and local school boards.

a professor of Educational Leadership and Policy Studies, Wayne State University

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A titanic battle for A.I. domination is starting, and almost every big tech company is devising a strategy. But while Microsoft CEO Satya Nadella seems to be leading following its major investment in Open A.I., the creator of ChatGPT, other companies may be playing the long game.

Over a few months, artificial intelligence has been catapulted from the realm of research labs into the public domain. ChatGPT arrived in November and last month hit 100 million users, while Google and Microsoft have made a flurry of product announcements in recent weeks and are expected to launch their own A.I.-enhanced chatbots soon.

Nadella himself referred to the A.I. competition with Google as a race when he announced Microsofts A.I.-assisted version of its Bing search engine earlier this month. But with such a lucrative market on the line, dont expect only two factions in the coming war.

This is an A.I. arms race thats happening, senior tech analyst at Wedbush Dan Ives said in an interview with CNBC Tuesday. Obviously, this race is just starting.

Ives said Microsoft is top of the mountain at the moment when it comes to A.I. after the companys $10 billion investment in OpenAI, but warned Nadella that most other major tech companies are working out their own A.I. gameplans.

You look at whats happened: Its a Game of Thrones battle between Microsoft and Google, and Apple thats just quietly sitting there right now, Ives said, adding that he expects Apple to make some significant A.I. announcements as early as this summer.

While Google, Microsoft, and even Chinese search engine Baidu are battling it out for A.I. on the search engine front, Apple may be working on a different strategy. Ives predicted Apple will integrate A.I. more into the App Store and more into the actual devices, and expects the next generation of Apple iPhones to come equipped with greater A.I. capabilities.

Apple is unlikely to be involved in the A.I. search engine wars directly, as the company receives billions of dollars annually from Google to keep it as the default search engine on the iPhone, but could still be poised to benefit regardless of who wins between Google and Microsoft. Both companies could engage in a bidding war for their search engines to be placed on Apple devices if their A.I.-enhanced technology performs comparably. 

Earlier this month, Nadella told The Verge that increasing Bings user base is Microsofts goal, as even marginal gains in search engine market share from Google could translate into billions in extra advertising revenue.

Amazon is another company likely evaluating the situation and the Google-Microsoft A.I. war, Ives said. Like Apple, the e-commerce giant is unlikely to be directly involved in A.I. applications for search engines, but the company has recently explored integrating generative A.I. similar to the technology powering ChatGPT with its Web Services division, Amazons on-demand cloud computing and API platform. 

Amazon CEO Andy Jassy said in an interview with the FT this week that the company is exploring opportunities to partner with smaller A.I. startups competing with OpenAI, without elaborating on how it A.I. would enhance its Web Services platform, which primarily sells to companies. 

In his CNBC interview, Ives predicted Amazon using A.I. to enhance its business and sales operations to other companies. I could see them specifically navigating on the enterprise, he said. This week, Amazon Web Services announced a new partnership with Sway AI, a startup focused on creating accessible A.I. applications for businesses.

What it all adds up to is an A.I. arms race that extends far beyond search engines, and Ives said interest in A.I. is unlikely to be a passing fad.

This is just starting, he said. I dont view this as a hype cycle. This is real spending and I think thats the difference versus other, well call them hype cycles that weve seen over the past few years.

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Workers of the world are more exhausted than ever.

More than 40% of people with desk jobs feel burned out at work, a pandemic-era high, according to a survey released Wednesday by Future Forum, a research consortium backed by Salesforce Inc.s Slack Technologies. The pain is particularly acute outside the US, where the burnout rate has been rising enough to offset slight improvements seen by American workers.

Economic uncertainty, fear of job cuts and rising pressure to return to in-office work have added to workplace malaise, Future Forum researchers said. Women and younger workers, in particular, reported struggling with burnout.

Regional pressures are also getting people down. In the UK, strikes have crippled the country as public-sector unions protest what they see as paltry pay increases. Japans government has asked firms there to help workers cope with the highest inflation since 1981. French citizens have taken to the streets to protest the governments plan to raise the retirement age to 64 from 62, which could result in some concessions around working from home, a government spokesman said earlier this week.

In the US, layoffs are mounting and return-to-office policies are shifting from being recommended to required. However, workers there seem to feel slightly happier than their international counterparts. Only 41% of people surveyed in the US said they felt burned out at the end of last year, just shy of the 42% global rate and a modest improvement from earlier in 2022.

The Future Forum survey conducted quarterly in the US, UK, Japan, Australia, Germany and France has found that pandemic-era workers with more freedom to choose where and when they work are usually more satisfied, productive and less likely to quit. In the latest poll, conducted late last year, more than half of those who said they were dissatisfied with their level of flexibility also said they were burned out. Employees with immovable work schedules are more than twice as likely to say theyll definitely look for a new job over the next year.

All the benefits of flexibility are about how you give people focused time, rather than sweating how many days of week they are in, said Brian Elliott, a Slack executive who oversees the Future Forum research. Flexibility also improves a companys culture, and every time I tell executives this, it surprises them.

Its not just mandatory facetime that is stressing workers. Companies have thrown so much technology at employees they may be getting overwhelmed. Large employers now use an average of 211 different apps, up from 195 last year, according to a separate survey from Okta Inc., a cloud software company that tracks app usage.

A recent study,  highlighted in Harvard Business Review, of 20 teams across three big employers found that workers toggled between different apps and websites 1,200 times each day, leading to a toggling tax that can cost workers time, productivity and peace of mind. 

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Bosses, future of work experts have a word of advice: culture and productivity dont happen in the office.

So finds Future Forums latest Pulse survey, released Wednesday. A consortium under the Slack umbrella, The Future Forum has continuously run surveys of 10,000 desk workers around the world each quarter since summer 2020, and each installment has shown that flexible work positively impacts productivity, builds worker-boss trust, and reduces employee turnover. 

The latest findings reveal that flexible workers were 57% more likely than fully in-person workers to say their company culture has improved since that flexible policy was implemented. Thats no coincidence; they said flexible work policies are the primary impetus for workplace culture improvementdespite the fact that bosses seem dead set on believing culture itself is reason enough to force an office return.

Executives say, because I grew up in a certain way and have certain experiences of workplace culture, I feel uncomfortable doing other things working going forward, Brian Elliott, executive leader of Future Forum, tells Fortune. Executives are worried about retaining culture with flexible work, but our data shows a completely different story.

Culture can be cultivated entirely virtually, Elliott says, but it really comes down to trust at the end of the daygive people the flexibility to work where and when theyre at their best.

The worst mistake bosses can make is focusing on presenteeism-related metrics, like who shows up early or stays late, rather than on outcomes. Thats an example of proximity biaspreferential treatment for the people you see most oftenand it usually comes at the expense of minority and parent workers.  

But executives are under immense pressure to chart an agreeable path forward, he adds. Theyre trying to figure out whats going on, but dont feel like they have their finger on the pulse. Theyre coming back to an office thats largely empty, and thats making them apprehensive, he adds. But culture is happening, its just happening on digital tools.

Workers are more productive from home, too

The Future Forums findings are also proof that executives concerns about declining productivity are unfounded. When compared to workers with no ability to shift their schedules, respondents with full schedule flexibility report 39% higher productivity and 64% greater ability to focus.

If youre an executive worried about productivity, stop sweating how many days people are coming in and start sweating the meetings running amok in your organization, Elliott says. 

The most productive, focused workers likely have one thing in common: theyre not overworked. That, too, ties back to flexibility. More than half (53%) of workers dissatisfied with their companys flexible work plan reported being burned out, compared to just 37% among workers who are satisfied. 

The lack of ability to pick ones own hours dramatically worsens retention, the survey found; workers with no schedule flexibility were 2.5 times as likely to report definitely looking for a new job this year.

Considering that flexibility overall seems to boost worker performance, happiness, and retention, bosses might want to forgo the return to office debate. Going forward, Elliott says, I would love to see us talk more about how people spend and use their time and less time talking about their place.

Instead of looking for definites, Elliott encourages a fundamental shift that focuses less on mandates and policies, and more on purpose and enablement. Everyone keeps thinking, three months from now everything will be solved, he says. But youre better off just learning as you go.

Just ensure youre communicating your plans to your peopleworkers at companies that are transparent about their future-of-work plans are nine times as satisfied as those at companies who keep their plans close to the chest.

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Among sermon writers, there is fascination and unease over the fast-expanding abilities of artificial-intelligence chatbots. For now, the evolving consensus among clergy is this: Yes, they can write a passably competent sermon. But no, they cant replicate the passion of actual preaching.

It lacks a soul I dont know how else to say it, said Hershael York, a pastor in Kentucky who also is dean of the school of theology and a professor of Christian preaching at The Southern Baptist Theological Seminary.

Sermons are meant to be the core of a worship service and often are faith leaders best weekly shot at grabbing their congregations attention to impart theological and moral guidance.

Lazy pastors might be tempted to use AI for this purpose, York said, but not the great shepherds, the ones who love preaching, who love their people.

A rabbi in New York, Joshua Franklin, recently told his congregation at the Jewish Center of the Hamptons that he was going to deliver a plagiarized sermon dealing with such issues as trust, vulnerability and forgiveness.

Upon finishing, he asked the worshippers to guess who wrote it. When they appeared stumped, he revealed that the writer was ChatGPT, responding to his request to write a 1,000-word sermon related to that weeks lesson from the Torah.

Now, youre clapping  Im deathly afraid, Franklin said when several congregants applauded. I thought truck drivers were going to go long before the rabbi, in terms of losing our positions to artificial intelligence.

ChatGPT might be really great at sounding intelligent, but the question is, can it be empathetic? And that, not yet at least, it cant, added Franklin. He said AI has yet to develop compassion and love, and is unable to build community and relationships.

Those are the things that bring us together, the rabbi concluded.

Rachael Keefe, pastor of Living Table United Church of Christ in Minneapolis, undertook an experiment similar to Franklins. She posted a brief essay in her online Pastoral Notes in January, addressing how to attend to ones mental health amid the stresses of the holiday season.

It was pleasant, but somewhat bland, and at the end, Keefe revealed that it was written by ChatGPT, not by herself.

While the facts are correct, theres something deeper missing, she wrote. AI cannot understand community and inclusivity and how important these things are in creating church.

Several congregation members responded.

Its not terrible, but yes, I agree. Rather generic and a little bit eerie, wrote Douglas Federhart. I like what you write a lot more. It comes from an actually living being, with a great brain and a compassionate, beating heart.

Todd Brewer, a New Testament scholar and managing editor of the Christian website Mockingbird, wrote in December about an experiment of his own asking ChatGPT to write a Christmas sermon for him.

He was specific, requesting a sermon based upon Lukes birth narrative, with quotations from Karl Barth, Martin Luther, Irenaeus of Lyon, and Barack Obama.

Brewer wrote that he was not prepared when ChatGPT responded with a creation that met his criteria and is better than several Christmas sermons Ive heard over the years.

The A.I. even seems to understand what makes the birth of Jesus genuinely good news, Brewer added.

Yet the ChatGPT sermon lacks any human warmth, he wrote. The preaching of Artificial Intelligence cant convincingly sympathize with the human plight.

In Brentwood, Tennessee, Mike Glenn, senior pastor for 32 years at Brentwood Baptist Church, wrote a blog post in January after a computer-savvy assistant joked that Glenn could be replaced by an AI machine.

Im not buying it, Glenn wrote. AI will never be able to preach a decent sermon. Why? Because the gospel is more than words. Its the evidence of a changed life.

When listening to a sermon, what a congregation is looking for is evidence that the pastor has been with Jesus, Glenn added. AI will always have to literally take someone elses words for it it wont ever be a sermon that will convince anyone to come and follow Jesus.

Also weighing in with an online essay was the Rev. Russell Moore, formerly head of the Southern Baptist Conventions public policy division and now editor-in-chief of the evangelical magazine Christianity Today. He confided to his readers that his first sermon, delivered at age 12, was a well-intentioned mess.

Preaching needs someone who knows the text and can convey that to the people but its not just about transmitting information, Moore wrote. When we listen to the Word preached, we are hearing not just a word about God but a word from God.

Such life-altering news needs to be delivered by a human, in person, he added. A chatbot can research. A chatbot can write. Perhaps a chatbot can even orate. But a chatbot cant preach.

The Southern Baptist department formerly led by Moore the Ethics and Religious Liberty Commission  has been monitoring artificial-intelligence developments for several years under the direction of Jason Thacker, its chair of research in technology ethics.

He shares the view that wise, virtuous pastors wont let new technology deter them from personal immersion in sermon-writing.

But I also can see it being used in unhelpful or unethical ways, he added.

Some young pastors may become overly reliant on these machines and not see the imperfections of these tools, Thacker told The Associated Press. Many pastors are overworked, exhausted, filled with anxiety One can see why a pastor might say, I cant do everything Im supposed to do, and start passing ideas off as their own.

Hershael York, the Kentucky pastor and professor, said some of the greatest sermons contain elements of anguish.

Artificial intelligence can imitate that to some level. But I dont think it can ever give any kind of a sense of suffering, grief, sorrow, the same way that a human being can, he said. It comes from deep within the heart and the soul thats what the great preachers have, and I dont think you can get that by proxy.

___

Associated Press religion coverage receives support through the APs collaboration with The Conversation US, with funding from Lilly Endowment Inc. The AP is solely responsible for this content.

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